From Obligation to Opportunity: A Supervisor’s Guide to More Meaningful Performance Evaluations

Have you ever sat through a performance evaluation where you could tell that your supervisor was just checking a box? Maybe they rushed through the meeting, offered you generic feedback, or even asked you to draft your own review. Not surprisingly, in recent years, experts have noted that performance evaluations are ineffective and outdated, but many colleges and universities require them as part of institutional policy or a collective bargaining agreement. If you now find yourself on the other side of the table as a supervisor, you have an opportunity to approach the process differently. Whether you are conducting your first evaluation or have years of supervisory experience, the real challenge is ensuring the process becomes a meaningful leadership moment rather than a routine administrative task. With the right approach, these conversations can make a meaningful impact on your employees.

If your institution still requires performance evaluations, as a supervisor and leader, it is important to remember why you are providing this evaluation. It is not simply to meet the terms of the contract, to meet a deadline, or to check something off a list. Providing feedback to employees supports the personal and professional growth of an individual. As a supervisor, you have an incredible opportunity to make an impact on an employee by using this evaluation to highlight accomplishments, suggest trainings to enhance skillset, and assist in the goal-setting process. After all, supporting the professional growth of employees is one of the most rewarding components of a supervisor’s work. Let’s talk through some tips on getting organized, providing the evaluation, handling difficult reactions, as well as what to do after the evaluation has been completed.

Preparation: Setting Yourself Up for Success

Before you begin the evaluation, get yourself organized. You will want to gather the following relevant materials:

The correct performance evaluation template(s): If your institution has a particular template (this may be specific to the collective bargaining contract) use the most up-to-date version. If self-assessments are a part of the process, provide that to the employee ahead of time. Review documentation: Review prior feedback and any other documents from the review period that will assist in writing the performance evaluation. Job description: Confirm you have the most up-to-date job description currently on file for the position.

Next, it is time to set up the meeting. Here are a few items to consider:

Notice: Ensure proper notice is provided for the meeting, ideally 5-10 days. Location: Think about an appropriate location for the meeting (i.e. your office, their office, neutral office, classroom). Duration: The length of the meeting should allow enough time for you to cover all the areas outlined in the evaluation and time for the employee to share feedback and offer input.

Finally, distribute relevant information in advance of the meeting. The following are a few items that may be beneficial:

Pre-work: Address any expectations of pre-work to be completed prior to the meeting (i.e. self-assessment). Job description: While employees typically receive a copy of their job description during their first week, it is important to provide another copy during an evaluation to ensure both you and the employee are on the same page.

(Vanderbilt, n.d.)

During the Evaluation: Leading a Meaningful Conversation

Once you have set both yourself and the employee up for a successful performance evaluation process, it is important to approach the evaluation in an organized and prepared manner — with all necessary documentation and key talking points ready. Focus specifically on the period the evaluation covers, whether three months, six months, or a full year. Ensure your feedback is clear, specific, and easy for the employee to understand. Whenever possible, engage in a two-way conversation that encourages goal setting and collaborative problem solving. Take time to review and update the job description, if needed, so it accurately reflects the employee’s current role and responsibilities. A performance evaluation should not be the first time concerns are being addressed (see a previous article I co-authored with Tracey Cornell about the art of having direct conversations). However, if concerns or issues arise during the evaluation, remain calm and professional and avoid defensiveness if the employee becomes angry or frustrated.

Handling Difficult Reactions

Recognizing that you may be evaluating an employee who needs significant improvement, or you must address an overall concern with an employee’s performance, it is important to have the tools you need to respond. If the employee becomes frustrated and/or angry, acknowledge their feelings and allow time for them to respectfully express their opinion. How you handle the situation will ultimately impact how the meeting progresses. It is important to actively listen to understand rather than simply respond. Finding an opportunity to clarify any points of confusion or ensure you fully understand their grievance can assist in resolution. It is also important to avoid being defensive of trying to combat feedback. By asking open-ended questions, you may be able to gain additional insight into why the employee is frustrated. Once they have had an opportunity to respectfully address their concerns, it can be helpful to outline next steps and a follow-up plan. Remember that your HR department can offer support throughout the process.

After the Evaluation: Keep Up the Momentum

After you have completed the performance evaluation, here are some tips to ensure success post-evaluation:

Establish a regular check-in schedule Develop a clear plan for ensuring goals are met Support employee in identifying and registering for professional development opportunities Recognize and highlight improvement and/or achievements Provide consistent and regular feedback Address concerns as they arise

(Vanderbilt, n.d.)

When you approach performance evaluations as more than simply a box to check, you may find there can be significant value for employees. Evaluations provide an opportunity to reinforce expectations, recognize and celebrate growth, and build stronger working connections between supervisors and employees. Remember as a supervisor, you have the opportunity to support the professional growth of employees and make a lasting difference in your employees’ careers and lives.